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Part 2 assesses internal competency and staffing resources to identify gaps for filling succession management needs through employee recruitment, development and/or retention.
A comprehensive list of staff or classifications to develop in preparation to fill key positions.
Develop an ongoing communication plan to gain and maintain participation in succession management efforts that includes the following goals:
Readiness Assessment PDF
Bench Strength - The competence, readiness, and number of successors ready to fill key positions.
Candidate Pool - Pool of employees targeted to participate in formal succession management program for development into key positions.
As a civil service employer we are required to uphold the merit system. Succession management should never involve any activity that goes against the merit system, such as hand-picking employees to participate in leadership development programs or guaranteeing appointments.
When implementing succession management, inform all employees about succession management activities and use the same objective measures to determine who will participate. Participation in succession management activities should not be the basis for appointment. The state’s merit system and sound hiring practices should always determine the best candidate for a given position.
It is recommended that assessment and selection processes be documented in order to maintain and uphold objectivity.
Depending on the formality of your succession management program, or the capacity for the number of candidates that can be accommodated, the program can be all-inclusive, or you may have to prioritize the number of candidates in the program, or criteria for which candidates are eligible to participate in which succession management strategies. While participation in any succession management strategies is always voluntary, a candidate pool can be identified or prioritized down utilizing some or all of the following methods:
Develop an objective process for identifying gaps in the talent pool. This same process can be used to gauge an employees’ readiness to assume key positions. A Readiness Assessment PDF is a common tool used for these purposes. Readiness assessments are an objective way for an employee and their supervisor to measure, across multiple factors, how ready an employee is to promote to the next level. These assessments help determine appropriate succession management strategies targeting specific skills, such as involvement in a leadership development program, where an employee must demonstrate high potential to benefit from the program.
Develop a communication plan that includes: